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Management Meeting Rules – When I start a turnaround engagement, I set a regular weekly date and time for future management meetings. When the group sets the schedule for the meetings, I expect everyone to attend and be on time without exception. Communication is critical when a company is in the process of going from Losing to Profits. Efficient use of time is vital in turnarounds because wasted time means that the corporation is burning through cash until it is profitable again.

Management Meetings Rules.

We distribute the agenda for each meeting to everyone attending 24 hours before the meeting. Whoever is chairing the meeting is responsible for creating and distributing the agenda. Each member must prepare to participate intelligently with all topics discussed.

The members of the management team will rotate the responsibility of chairing the meeting.

Attendance of the complete management team is mandatory at all meetings.

The President’s executive assistant will attend every meeting. She is responsible for taking the minutes for the meetings.

These Management Meeting Rules will guarantee that your meetings will be more productive!

All cell phones will be in silent mode, and only emergency calls answered.

The meetings will be set for the same day and time each week. Then the management team can post the meetings on their calendars for the balance of the year to ensure no scheduling conflicts.

The meetings will start on time and last a maximum of one hour.

The meeting minutes are distributed to all attendees within one hour after the meeting.

The first item on the agenda will be the follow-up on any open tasks from the last meeting’s minutes.

Finally, if anyone is late to the meeting, that person will put a $20 bill in the dish on the conference room table. The second time a manager is delinquent; it costs the person $100 benefiting a local charity.

My name is Robert Curry, and I am an Author, CEO Coach, Keynote Speaker, and Turnaround Specialist. Over the past 20 years, I have worked with more than 70 companies taking their businesses from Loses to Profits.

Please click on the links below to read my other articles like Management Meeting Rules!

I have recently published two books about turnarounds: “From Red to Black – A Business Turnaround” and “The Turnaround.” Both books are true stories about turnarounds of real companies that I have turned around during my career. In both books, I have shared all my Profit Improvement Recommendations (“PIR’s”). PIR’s helped to grow sales, reduce expenses, improve cash flow, and most importantly, strengthen the management teams.

If the information in this article Management Meeting Rules helps you, your family or a business associate, please email me at bob@ceorsc.com and please share the story with me.

If you would like to purchase either or both books autographed by the author, please click on the following link: Redtoblackbooks.com.

Using a Management Bonus Program is an excellent way to motivate management to maximize their performance. My goal is to treat each manager as an owner. I create a bonus program that rewards the management team like they are shareholders. I believe that sharing profits with the management team increases the company’s profits.

The Management Bonus Program.

When a managers’ bonus grows as the profits increase, they treat the business as if they own it. When a company distributes 25% of the profits to the managers, the managers review each financial transaction much closer.

I believe in distributing quarterly and annual bonuses based on the success of the company and the managers. Before I allocate any rewards, each manager must accomplish their personal goals. Also, the company must reach its profit target.

Management Bonus Program should include personal SMART Goals.

The management team and I develop the corporate goals for the business for the following year. When finished, the managers receive a copy of the goals and the annual budget. The managers then develop their personal goals which aid to the success of the corporate goals. We divide each manager’s goals into quarterly accomplishments. The managers and I review each of their goals and make any necessary adjustments.

Management Bonus Program

I review the status of the goals with each manager halfway through each quarter. This procedure ensures that they focus on accomplishing their goals.

We distribute, each successful quarter, twenty percent of the annual bonus. We give quarterly bonuses if the company met the profit forecast and the manager made his personal goals. The fourth quarter bonus is equal the total bonus earned less the amounts paid year-to-date.

Management Bonus Program

We distribute the bonuses only to managers who are currently working for the company. If a manager leaves the company before the bonus payment date, he or she forfeits their bonus.

My name is Robert Curry, and I am an Author, Business Coach, Keynote Speaker, and Turnaround Specialist. Over the past 20 years, I have turned around more than 70 companies taking their businesses from Loses to Profits.

Please click on the links below to read my other articles like Management Bonus Program.

Recently, I have recently published two books about turnarounds: “From Red to Black – A Business Turnaround” and “The Turnaround.” Both books are true stories about turnarounds of real companies that I have turned around during my career. In both books, I have shared all my Profit Improvement Recommendations (“PIR’s”). PIR’s helped to grow sales, reduce expenses, improve cash flow, and most importantly, strengthen the management teams.

If the information in this article “Management Bonus Program!” helps you, your family or a business associate, please email me at bob@ceorsc.com and please share the story with me.

If you would like to purchase either or both books autographed by the author, please click on the following link: Redtoblackbooks.com.

Look at your business with Fresh Eyes! – Early in my career, I was recruited to be the Corporate Controller for a large public company in Philadelphia. Two weeks after I started my job, the company also hired a new President. In my first meeting with the President, he shared a story with me that I still remember today like it was told to me yesterday. I have shared the same story many times with clients because I think the message is valuable to everyone.

Always have “Fresh Eyes, and question everything because it is the right thing to do!”

The new President walked into my office to meet me for the first time. We shook hands, introduced ourselves to each other, and had an enjoyable initial conversation. During our first meeting, he told me that it was important that I always keep “Fresh Eyes.”

He saw the puzzled look on my face; I did not understand what he meant. He stood up and asked me to follow him. We walked out of my office into the hallway, then turned around and went back into my office. He asked me what did I see in the hallway? I said that I saw my assistant, her desk, and the rest was pretty quiet. He stood back up and asked me to follow him again back into the hallway. There were three unopened cardboard boxes of office supplies stacked up in the corner. He asked me what was in the boxes. I said office supplies. He asked me if that was where the company stored the office supplies. The answer to his question was no.

A good executive always can look at every business situation using “Fresh Eyes!”

We went back into my office. The President said; “Bob, you have walked past those boxes so many times that you do not even see them now. After you walk past a problem several times, it mentally disappears unless you maintain Fresh Eyes. If you now walk past those boxes again and not move them to where they belong, then you do not have Fresh Eyes. If this company does not have a Corporate Controller with Fresh Eyes, there soon will be a new employee sitting in this office.”

It was crystal clear to me that he was not only talking about the boxes of offices supplies. His message was that I should question everything that I suspect may be a problem. I should never keep walking past a problem to the point that it disappears.

I have made a career out of fixing issues for business owners who have walked past their problems so many times that they do not see the problems anymore.

Do you have Fresh Eyes?

My name isRobert Curry, and I am an Author, CEO Coach, Keynote Speaker, and Turnaround Specialist. Over the past 20 years, I have worked with more than 70 companies taking their businesses from Loses to Profits.
Please click on the links below to read my other articles like Look at Your Business With Fresh Eyes!

I have recently published two books about turnarounds: “From Red to Black – A Business Turnaround” and “The Turnaround.” Both books are true stories about turnarounds of real companies that I have turned around during my career. In both books, I have shared all my Profit Improvement Recommendations (“PIR’s”). PIR’s helped to grow sales, reduce expenses, improve cash flow, and most importantly, strengthen the management teams.

If the information in this article Look at Your Business With Fresh Eyes! helps you, your family or a business associate, please email me at bob@ceorsc.com and please share the story with me.

If you would like to purchase either or both books autographed by the author, please click on the following link: Redtoblackbooks.com.

Poor Leadership and No Accountability – I was the President / CEO of a family-owned wholesale distribution business that was in existence for over 60 years. The company sold tobacco, candy, and groceries to convenience stores from Maine to South Carolina. When I joined the company, it was in severe financial trouble:

$500,000 a month negative cash flow.

Poor Leadership and No Accountability.

$2 million deficit in retained earnings.

Bank line of credit drawn to its limit.

Small and declining gross profit margins.

Extremely high employee turnover.

Poor vendor and customer relationships

Poor Leadership and No Accountability – My immediate goal was to get the Company to breakeven status both financially and for cash flow purposes.

Six weeks after I joined the organization, I attended a meeting of the Company’s sales management. There were nine sales executives; the Vice President of Sales and eight Regional Sales Managers. My goal was to evaluate the quality, caliber, moral, and attitude of the sales management team.

I noticed that this meeting’s main topic was to vent every possible excuse why the sales team didn’t do their jobs. Not a single word was said about growing sales, providing excellent customer service or improving customer satisfaction. Collectively, they complained that:

Prices were too high compared to the competition.

Essential products were constantly out-of-stock.

Fill-rates were very poor and below acceptable industry standards.

Product selection for customers was weak compared to the competition.

Deliveries to customers were often late causing additional labor costs for store owners.

Delivery shortages and overages were excessive.

There are shortages of promotional material from the vendors.

After listening for 45 minutes, I could not stand it any longer. Everything said up to that point was negative and laden with excuses. There had not been one single problem–solving discussion to develop solutions to any of the issues mentioned. It had been a 45-minute whining session. I interrupted and began asking the questions that I had jotted on my notepad during the meeting. There was an easel in the corner of the conference room still untouched. I went and moved it in front of the sales group to highlight some critical points.

Poor Leadership and No Accountability – The first question I asked each sales manager in the group was, “What is your actual job function for the Company?”

Poor Leadership and No Accountability. I had no idea from the conversation that I heard during the first part of the meeting what these guys did for the company. As I looked around the room, my question generated some very red faces. After a long pregnant pause, I asked the question again. Because of my frustration, I commented, “If I were to get out your respective job descriptions, what would they say?” That comment finally got some reaction, and one manager started to offer what he believed were the essential functions of the sales management team for the company.

I wrote the job responsibilities on the easel for everyone in the group to see. When completed, there were 11 primary functions, which included:

Recruit and hire the sales force.

Train the sales force.

Motivate the sales force.

Provide leadership for the sales force.

Deliver the goals and objectives of the company to the sales force.

Carry out the vision and mission of the company.

Act as a liaison between the company, customers, and vendors.

Obtain product knowledge for the sales force and customers.

Deliver quality customer service.

Provide promotional information of products from the vendors.

Provide direction to the sales force regarding client acquisition.

Poor Leadership and No Accountability. After we had finished developing the list; I asked the group to prioritize it, from the most important to the least.

Next, with these items listed on the left side of the easel, I drew a line down the center. I chose to ask the individual who was the most vocal during the complaining portion of the meeting.

David was a big, confident type of guy and liked the attention. I said, “David, I am going to assume, for the benefit of this exercise, that you worked 50 hours last week.” He nodded approval, and I wrote the number “50” on the top of the pad just to the right of the line that I had previously drawn. Then, I asked how much time he did spend last week on the #1 priority item on the list. He stated, “Actually, none last week.” I went to the #2 item and asked the same question. This time, he estimated that he had spent about a half an hour on this function. I wrote down a half an hour next to the second item.

By the time I had gotten to the sixth prioritized responsibility on the list, he had estimated that he had spent a total of 3.5 hours of a 50 hour work week on the six most critical functions of his job. I stopped the process at that point to recap for the group what I illustrated during this exercise. David spent 7% of his time last week (3 ½ hours of the 50-hour workweek) on the six essential functions of his job as Regional Sales Manager. Therefore, David spent 93% of his workweek either on the less critical duties of his position or items not even on the job description.

Poor Leadership and No Accountability

For the last 45 minutes, all the sales management team did was complain about every aspect of the operational functions of the Company: purchasing; warehousing; distribution; order entry; customer service; accounting; and marketing.

Therefore, I identified the first of many critical problems that had put the company in severe financial trouble. Most importantly, I knew that if I went through the same process with every department, the results probably would be similar. These problems were not unique to the sales manager. This issue was just one example of the many challenges of every department in the Company. It was apparent that poor leadership, lack of focused direction and accountability caused these problems.

Poor Leadership and No Accountability – Do you have any “Seven-Percenters” at your Company?

My name is Robert Curry, and I am an Author, CEO Coach, Keynote Speaker, and Turnaround Specialist. Over the past 20 years, I have worked with more than 70 companies taking their businesses from Loses to Profits.

Please click on the links below to read my other articles like Poor Leadership and No Accountability.

I have recently published two books about turnarounds: “From Red to Black – A Business Turnaround” and “The Turnaround.” Both books are true stories about turnarounds of real companies that I have turned around during my career. In both books, I have shared all my Profit Improvement Recommendations (“PIR’s”). PIR’s helped to grow sales, reduce expenses, improve cash flow, and most importantly, strengthen the management teams.

If the information in this article Poor Leadership and No Accountability! helps you, your family or a business associate, please email me at bob@ceorsc.com and please share the story with me.

If you would like to purchase either or both books autographed by the author, please click on the following link: Redtoblackbooks.com.

Make the tough decisions, don’t bury your head in the sand! Because I worked in the turnaround industry, I learned that the primary reason why an owner hired me as a “turnaround specialist.” It was because he had a difficult time making the “tough” personnel decisions. Because I am an outside consultant, I have no problem making difficult decisions for the client. Usually, what causes the decision-making problem for the owner was the relationships he or she had with the poor performer. Owners consistently make excuses for the poor performer or bury his head in the sand and ignore the problem. As we all know, this does not solve the problem; it creates more problems for the company.

Make the tough decisions, don’t bury your head in the sand.

This bad decision-making practice causes the rest of the employees to be aware of the owner accepting the weak performance of that individual. Therefore, their attitude changes to: “If the owner allows Joe’s poor performance, why should I work so hard?”

My name is Robert Curry, and I am an Author, CEO Coach, Keynote Speaker, and Turnaround Specialist. Over the past 20 years, I have worked with more than 70 companies taking their businesses from Loses to Profits.

Please click on the links below to read my other articles like Make the tough decisions, don’t bury your head in the sand!

I have recently published two books about turnarounds:“From Red to Black – A Business Turnaround” and “The Turnaround.” Both books are true stories about turnarounds of real companies that I have turned around during my career. In both books, I have shared all my Profit Improvement Recommendations (“PIR’s”). PIR’s helped to grow sales, reduce expenses, improve cash flow, and most importantly, strengthen the management teams.

If the information in this article Make the tough decisions, don’t bury your head in the sand! helps you, your family or a business associate, please email me at bob@ceorsc.com and share with me the story.

If you would like to purchase either or both books autographed by the author, please click on the following link: Redtoblackbooks.com.

Management by wandering around is good because it increases profits. This practice is “code” for get up from your desk and go see what all your employees are doing and if they are productive?

If you want to reduce the “cost of operations” for your company, set the reminder in your Microsoft Outlook to go off once every hour. When the alarm goes off, get up from your desk and go wandering around to observe which employees are busy working and which ones are not. If you have employees out in the field at a customer’s location, visit them without notification that you are coming. If you surprise your people a couple of times, they will work harder because they don’t know when you are going to show up.

Management by wandering around helps get deadwood off your payroll. Therefore, the company makes more profit!

Many times, I compare businesses to professional sports teams to make a point with my articles. Think about it, do you think the New England Patriots practice during the week with Bill Belichick in his office doing paperwork? Have you ever seen a Patriots football game without him on the sideline directly supervising the players? Football teams review video recordings of the games to see how they can better manage their players to perform better on the field. There is no doubt about it, the more direct supervision of your team, the better their production. Management by wandering around increases profits.

Management by wandering around improves the productivity of all employees.

If there are employees that are consistently not busy, terminate them! Now is not the time to have “fat” in your organization, because it is time to survive! Deadwood or employees with bad attitudes on the payroll does not grow profits. If there are employees in your organization who are not consistently busy, you don’t need them! Save the payroll dollars and turn them into profits!

Management by wandering around keeps the business leader in touch with everything that is going on in the business.

My name is Robert Curry, and I am an Author, CEO Coach, Keynote Speaker, and Turnaround Specialist. Over the past 20 years, I have worked with more than 70 companies taking their businesses from Loses to Profits.

Please click on the links below to read my other articles like Management by Wandering Around to Increase Profits!

I have recently published two books about turnarounds: “From Red to Black – A Business Turnaround” and “The Turnaround.” Both books are true stories about turnarounds of real companies that I have turned around during my career. In both books, I have shared all my Profit Improvement Recommendations (“PIR’s”). PIR’s helped to grow sales, reduce expenses, improve cash flow, and most importantly, strengthen the management teams.

If the information in this article Management by Wandering Around to Increase Profits! helps you, your family or a business associate, please email me at bob@ceorsc.com and please share the story with me.

If you would like to purchase either or both books autographed by the author, please click on the following link: Redtoblackbooks.com.

Management by Walking Around improves profits. The Sales Manager of this company had a terrible habit which I quickly corrected. He would sit in his office and do stuff. As far as I was concerned, none of the work that he was doing was valuable to the company or me.

I needed a Sales Manager who:

Train the sales staff.

Lead the sales staff.

Generate new sales leads.

Motivate the salespeople.

Lead weekly sales meetings.

Attended sales calls with sales staff.

Set goals for each of the sales staff.

Assist in closing deals on the sales calls.

Create performance reviews for each of the salespeople.

Suggest and manage sales contests to motivate the sales team.

Meet with the sales staff after the sales call and share what they did right and areas where they need to improve.

Produce sales reporting to assist in managing the sales team.

Review all sales literature and update, if applicable.

Meet with vendors to search for new products to be sold by the sales team.

Management by walking around improves cash flow!

Very few of these items listed above requires the sales manager to be in his office for extended periods during the day. I believe that a sales administrative employee could have handled many of the tasks that he was doing during the day. His primary responsibility was to generate more sales for the company, and there were no sales taking place in his office.

If you are managing a company, sitting in your office, or your management team is sitting in their office all day, that does not create a profitable business. Do not hide from managing the company’s employees. The more productive they are, the more the company is going to be successful.

Management by walking around improves profits!

My name is Robert Curry, and I am an Author, CEO Coach, Keynote Speaker, and Turnaround Specialist. Over the past 20 years, I have worked with more than 70 companies taking their businesses from Loses to Profits.

Please click on the links below to read my other articles like Management by Walking Around about business!

Recently, I published two books about turnarounds: “From Red to Black – A Business Turnaround” and “The Turnaround.” Both books are true stories about turnarounds of real companies that I have turned around during my career. In both books, I shared all my Profit Improvement Recommendations (“PIR’s”). PIR’s help to grow sales, reduce expenses, improve cash flow, and most importantly, strengthen the management teams.

If the information in this article Management by Walking Around! helps you, your family or a business associate, please email me at bob@ceorsc.com and please share the story with me.

If you would like to purchase either or both books autographed by the author, please click on the following link: Redtoblackbooks.com.

Look in the mirror, Mr. Owner. You are the one to blame for the problems! Leaving unproductive managers on the management team is a big mistake.

In most every turnaround engagement of a company where I have been hired to solve the problems to make the business profitable, the most significant issue is a weak executive(s) on the management team. At the beginning of each engagement, my first task is to interview each member of the management team to determine if he or she is qualified to do their respective job. When I finish the interviews, it usually is evident which manager(s) are in over their head in their position or do not have the skills or ability to do their job successfully.

Once I determine who the weakest and unproductive managers on the team are, I start working in their functional area looking for the “low-hanging fruit” to immediately grow sales, reduce expenses, and improve cash flow, etc.

The owner of a $30 million-dollar engineering company hired me to turn the company around. His complaint was “the larger we grow, the more money we lose.” This situation is a typical statement by owners that hire me.

Unproductive Managers are a big problem!

During my interviews with the managers, it was clear that the CFO was the weakest executive on the team. When interviewing him, he hinted that the job had grown too big for him. He had started working for the company when the sales were $3 million in one location. Now the company was ten times larger in sales and had eight offices.

I reviewed the financial statements and found many errors. There were no operating budgets as part of the income statements. A substantial increase in the payroll tax expense from penalties was because of late payments to the IRS. The monthly financial package had been issued late each month of the last eight months as well as being inaccurate. He had not reconciled the bank statements for the past six months.

The auto insurance expense was materially higher in the current year than in the prior two years. When I reviewed the problem, I found that the CFO had overpaid the premiums by $90,000. The problem occurred when the company traded in vehicles and acquired a new van. The insurance company added the new van to the policy but had not removed the old trade-in vehicle. This problem had continued during the prior three years. I was able to recover the total premium overpayment once I documented the issue to the insurance carrier.

Unproductive Managers are a big problem and drag a company down!

After the first week, it was obvious that the CFO was over his head for the position. He was one of the main reasons the company was not profitable.

I met with the owner to discuss my findings for the first week. There were $120,000 in savings plus I told him my plan to replace the CFO immediately. We need to bring in a more qualified financial manager for the company. The owner said he knew that the CFO was his weakest manager. Unfortunately, he did not know how big a problem the CFO was to the company! I told the owner that the CFO was an issue affecting the business’s profitability, but not the biggest problem. The main problem is his boss for keeping a weak manager on his management team. I was referring to him, the guy the owner sees every morning when he looks in the mirror.

If you own a business, you should evaluate the quality of your team at least twice a year. If you have a weak manager, you owe it to the rest of your employees to replace him. Your management team wants a qualified manager who can perform all the responsibilities of the position.

If you have UNPRODUCTIVE MANAGERS on your management team, you need to deal with the problem, or hire a turnaround specialist for help!

My name is Robert Curry, and I am an Author, CEO Coach, Keynote Speaker, and Turnaround Specialist. Over the past 20 years, I have worked with more than 70 companies taking their businesses from Loses to Profits.

Please click on the links below to read some my other articles like Unproductive Managers!

Recently, I published two books about turnarounds: “From Red to Black – A Business Turnaround” and “The Turnaround.” Both books are true stories about turnarounds of real companies that I have turned around during my career. In both books, I shared all my Profit Improvement Recommendations (“PIR’s”). PIR’s helped to grow sales, reduce expenses, improve cash flow, and most importantly, strengthen the management teams.

If the information in this article Unproductive Managers helps you, your family or a business associate, please email me at bob@ceorsc.com and please share the story with me.

If you would like to purchase either or both books autographed by the author, please click on the following link: Redtoblackbooks.com.

Weekly One-Page Flash Report – In every turnaround that I have ever worked on, I have always implemented my Weekly One-Page Flash Report. With this report, I know weekly everything that was going on financially rather than monthly. Monthly is too long of a time to see how the company is changing positively (or negatively).

Weekly One-Page Flash Report. Every owner of a company should receive this report every Monday, which reports:

The cash balance: Last week’s closing balance, the cash receipts for this week, the disbursements and the ending balance.

The line of credit balance: Last week’s closing balance, the week’s borrowings, the pay downs, and the ending loan balance.

The accounts receivable aging status for the past five weeks. This includes Current, 31 – 60 days, 61 – 90 days, 90 days and older (both dollars and percentage of the total).

The accounts payable aging status for the past five weeks: Current, 31 – 60 days, 61 – 90 days, 90 days and older (both dollars and percentage of the total).

The payroll expense for the past five weeks broken down into categories: Administrative, sales, manufacturing, etc. (both dollars and percentage of the total plus the number of employees for each category).

Weekly One-Page Flash Report – If the owner of the company has this information available weekly, he can manage the company and monthly financial statements almost become obsolete.

My name is Robert Curry, and I am an Author, CEO Coach, Keynote Speaker, and Turnaround Specialist. Over the past 20 years, I have worked with more than 70 companies taking their businesses from Loses to Profits.

Please click on the links to read my other articles like Weekly One-Page Flash Report!

Recently, I published two books about turnarounds: “From Red to Black – A Business Turnaround” and “The Turnaround.” Both books are true stories about turnarounds of real companies that I turned around during my career. In both books, I shared all my Profit Improvement Recommendations (“PIR’s”). PIR’s helped to grow sales, reduce expenses, improve cash flow, and most importantly, strengthen the management teams.

If the information in this article Weekly One-Page Flash Report! helps you, your family or a business associate, please email me at bob@ceorsc.com and share with me the story.

If you would like to purchase either or both books autographed by the author, please click on the following link: Redtoblackbooks.com.

The only way to make a profit is with a strong management team. You can have a great product in a growing industry, be in the perfect location, with a strong economy, and if the company has a weak management team, the company loses money!

Alternatively, the company may have an average product in a poor location, with a declining industry in a bad economy and if the company has a strong management team, the company will be successful!

Strong Management Team – I have been the President / CEO of three different companies during my career. At each company, the only thing that I found to be important was the quality of the management team. When I joined each organization, the first thing that I did was assess the management team. My goal is to determine if each manager was to able to grow with the company. After completing each assessment, I established goals for each manager to accomplish every 90-days.

I did a performance review each quarter of my management team. I wanted to keep each manager on his toes and stay productive. Therefore, stated clearly, the only thing that was important for each turnaround was the quality of the management team. When working on a turnaround, you do not have the time or money to have a weak manager working for the organization.

There is nothing more important in business than a Strong Management Team!

My name is Robert Curry, and I am an Author, Business Coach, Keynote Speaker, and Turnaround Specialist. Over the past 20 years, I have worked with more than 70 companies taking their businesses from Loses to Profits.

Please click on the links below to read other articles like Strong Management Team!

Recently, I published two books about turnarounds: “From Red to Black – A Business Turnaround” and “The Turnaround.” Both books are true stories about turnarounds of real companies that I turned around during my career. In both books, I shared all my Profit Improvement Recommendations (“PIR’s”). PIR’s helped to grow sales, reduce expenses, improve cash flow, and most importantly, strengthen the management teams.

If the information in this article “Strong Management Team!” helps you, your family or a business associate, please email me at bob@ceorsc.com and share with me the story.If you would like to purchase either or both books autographed by the author, please click on the following link: Redtoblackbooks.com.